Team members often become dependent on managers because of micromanagement. When managers don't let team members take responsibility and ownership of tasks, then it's understandable that people come to depend on that control.
It's important to take a close look at your management style. Is it possible that you're managing your team just a bit too closely?
If you are, then cut back slowly. Start by delegating tasks that don't have to be perfect. (When you reduce your control and input, your team might be uncertain at first - that's why it's a good idea to start with low-priority or low-importance tasks or projects.)
One strategy for preventing manager dependency is to assign one task to two team members. Give them the responsibility for dividing the work. If they have questions, encourage them to discuss issues with each other first. They should come to you only if they're unable to find an answer together.
It's important to take a close look at your management style. Is it possible that you're managing your team just a bit too closely?
If you are, then cut back slowly. Start by delegating tasks that don't have to be perfect. (When you reduce your control and input, your team might be uncertain at first - that's why it's a good idea to start with low-priority or low-importance tasks or projects.)
One strategy for preventing manager dependency is to assign one task to two team members. Give them the responsibility for dividing the work. If they have questions, encourage them to discuss issues with each other first. They should come to you only if they're unable to find an answer together.